Information about large IT suppliers

Tag Archives: Facebook

When virtually all online advertising goes through two companies, however, they have the power to harm websites arbitrarily. One political blog that posted an article trying to distinguish the “alt-right” from white nationalism received a warning email from Google’s AdSense team. An editor took the article down, explaining to readers that the blog “needs revenue from the Google ad platform in order to survive.” You needn’t agree with the editorial decision to publish the article to be troubled by Google’s vetoing it.

In his 2014 book “Zero to One,” Peter Thiel notes that because Google “doesn’t have to worry about competing with anyone, it has wider latitude to care about . . . its impact on the wider world.” If executives at a Silicon Valley monopoly believe that censoring certain content will push the world in a positive direction, market pressures cannot sufficiently restrain them.

Journalists also argue that tech companies are pushing media toward the lowest common denominator. Social media rewards clickbait—sensational headlines that confirm readers’ biases. Google and Facebook’s advertising duopoly bleeds traditional publishers of the revenue needed to produce high-quality news. At the same time, Google’s search engine is biased against subscription content, depleting another source of funding.

In November, the People’s Bank of China, the country’s central bank, stopped companies and people from starting new online cash lending platforms. In early December, the China Banking Regulatory Commission said it would crack down on unlicensed cash loan companies and put a lid on high-interest loans.

China’s small loans are piling up. More than 8,600 companies offer some form of small loan, and about $145 billion of those debts remain unpaid, according to the People’s Bank of China. Other estimates run as high as $392 billion, according to the Boston Consulting Group. The government does not track default rates among online lenders, which disclose little on their own.

“We are worried that in an environment where there is no effective credit system, people tend to overborrow, especially when capital comes in,” said Bai Chengyu, an executive at the China Association of Microfinance, who is no relation to Bai Shichao.

“The data these companies collect is richer and thicker than what the government can collect, so the typical case now is the government going to the companies to get information,” said Severine Arsene, managing editor of AsiaGlobal Online at the University of Hong Kong’s Asia Global Institute. “This shows how much power the companies hold.”

The move from physical ID cards to digital images makes sense in a country where people use their mobile devices for an array of daily functions, from shopping to paying restaurant bills to streaming videos, Ms. Arsene said, but it also carries risks that the companies might be seen to be working too closely with the government.

Hosting a huge repository of government data also increases the threat it could be compromised, said Paul McKenzie, a managing partner of law firm Morrison Foerster.

“In the course of deploying this technology, WeChat may end up with huge volumes of data associated with people’s ID cards and other personal information,” Mr. McKenzie said. “If that’s the case, the security of WeChat ’s network from hacks will be critical.”

Over at Quick and Dirty Tips, Psychologist Ellen Hendriksen, PhD, writes that patience is a kind of self-control, which, she says, is “the ability to regulate your emotions and behavior, even when your impulses are screaming otherwise.” Thus, patience is a state of mind that can be trained and strengthened—it’s not a rarefied state for saints and superheroes. And annoyance, as anyone who’s stewed in it will recognize, is a subset of anger.

Hendriksen draws on research about self-control and anger to draw up this five-point guide to letting go of annoyance and find patience:

1. Know that your goal will still be achieved.
2. Give yourself what you need in your imagination.
3. Change your conclusion.
4. Pretend you’re being watched.
5. Save the story for later.

I Learned a Lot About Strong Company Culture From Jeff Bezos — But There’s 1 Strategy I Won’t Copy

Amazon’s culture is fairly cutthroat and trust does not run high. Every year employees are stack ranked and those at the bottom of the list are cut. In theory, it’s important to keep the bar for performance high and this is one of the ways Amazon does that. But, this practice pits employees against each other. Instead of working as teammates they compete as rivals. Trust is essential in building a healthy company. You need every person on the team to be willing to shift priorities and pitch in on initiatives that fall well outside their defined job role in order to make the company successful. You need a culture where people have each other’s backs. If you get the right people on board and align them all around a single vision, this will happen naturally.

Don’t Struggle Always to Be the ‘Smartest Person in the Room.’ Instead, Rely on a Mentor.

Find several mentors who share your passions. When you reach out to mentors — and aim to have more than one — look for common ground according to your passion for similar challenges and objectives. Then, when you approach these individuals, emphasize these shared passions in a letter or speech to demonstrate the potential of a collaboration.

Don’t just ask someone generically and blandly to be your mentor; you’ll risk coming across as a “social climber.” Mentors want to be aligned with those who share similar values and goals.

Once again, I beat Mr. Oliver to the punch (Obviously I love Last Week Tonight, and just feel vindicated that we cover the same topics (and that I am a little ahead of the trend every once and a while).

Facebook, WeWork and others use this startup to make swag

“People think of swag as junk but it shouldn’t be,” Swag co-founder Jeremy Parker told TechCrunch. “It could be an amazing marketing tool if it’s built right.”

Swag.com offers products like water bottles, umbrellas, shirts, jackets, USB drives, bags and other items from brands like Patagonia, Case Logic. Once you pick the product, you upload your designs, specify how many you want printed and then wait for Swag to send you the production mockup for approval.

Standard production time takes about 15 days while priority production takes 10 days and costs a bit more. Production doesn’t start until the customer has approved the mockup. Since Swag works directly with the manufacturer and vendor, it doesn’t have to hold any inventory.

Behind the Facebook profile you’ve built for yourself is another one, a shadow profile, built from the inboxes and smartphones of other Facebook users. Contact information you’ve never given the network gets associated with your account, making it easier for Facebook to more completely map your social connections.

Facebook isn’t scanning the work email of the attorney above. But it likely has her work email address on file, even if she never gave it to Facebook herself. If anyone who has the lawyer’s address in their contacts has chosen to share it with Facebook, the company can link her to anyone else who has it, such as the defense counsel in one of her cases.

This week is the tech-industry equivalent of a bad romance movie. First Google and SalesForce announce a partnership, and in the same week, SaleForces announces a partnership with Facebook that could negatively impact Google.

T-Mobile and Sprint are definitely (maybe) off again… probably.

Another acquisition that might go sour is the AT&T and Time Warner agreement. Customers don’t love the idea and there is a certain President of the United States that is potentially using his influence to get revenge on CNN (probably not).

AI is getting smart enough to realize it needs to grow on its own.

Acquisitions

Broadcom Proposes to Acquire Qualcomm for Over $100 Billion

The cash-and-stock deal carries a value of roughly $103 billion and includes about $25 billion of debt. In a news release, Broadcom said it valued the deal at $130 billion.

Specifically Broadcom is offering to pay $70.00 per Qualcomm share, with $60.00 being in cash and $10.00 per share in Broadcom shares. It’s intending to use debt financing if it gets agreement for the deal.

Although a Nomura Instinet analyst, cited by Reuters, suggests that a $70 per share offer won’t be sufficient for the proposal to fly.

Proofpoint acquires Cloudmark for $110M in cybersecurity consolidation play

As malicious groups continue to become more sophisticated in their hacking techniques, cybersecurity efforts are attempting to expand in their reach, and that is leading to some consolidation in the field. Today, cybersecurity firm Proofpoint — which provides SaaS products to protect businesses’ email, social media and other services — announced that it would pay $110 million to acquire Cloudmark, another firm that provides security protection for messaging services, focusing specifically on serving the ISP and mobile carrier markets.

The decision came after Sprint Chairman Masayoshi Son, Sprint CEO Marcelo Claure, T-Mobile CEO John Legere and Tim Höttges, CEO of T-Mobile parent Deutsche Telekom AG, met for dinner at Mr. Son’s house in Tokyo to try to reach a final agreement, a person familiar with the matter said.

In a joint statement, the companies said they couldn’t settle on mutually agreeable terms. They didn’t go into specifics.

Instead of a merger, Sprint parent company SoftBank Group Corp. plans to buy shares of Sprint on the open market. SoftBank’s stake is around 80%, and it intends to keep its stake below an 85% threshold that would trigger a tender offer.

Marvell is based in Bermuda but run from Santa Clara, Calif. Its chips are used primarily in storage devices, printers and wireless products, and can be found in cars. The company had long been run by husband-and-wife co-founders Sehat Sutardja, who was chairman and chief executive, and Weili Dai, who was president.

Last year, activist investor Starboard Value LP took a 6.7% stake in Marvell and pushed for the company to cut costs and consider exiting its mobile-devices business. Marvell initiated a restructuring that would eliminate around 900 employees, or approximately 16% of its workforce. It also hired a new CEO to run the company.

Cavium, based in San Jose, Calif., makes products that are used for networking, data-center and wireless applications.

The merger between AT&T and Time Warner is a raw deal for the rest of us

A combined AT&T-Time Warner could pass along the massive acquisition costs, which include billions of dollars in Time Warner debt, to consumers, just as AT&T did after acquiring DirecTV. Even if you subscribe to a different service for cable or satellite TV, you could wind up paying more, because AT&T could raise the prices it charges competitors for HBO, CNN, and other highly desirable Time Warner programming.

Meanwhile, AT&T-Time Warner would have every incentive to favor its own content over that of others, meaning that AT&T users might not have access to the programming they want – like the competing content of Netflix and Hulu – on the same terms. Because of AT&T’s large footprint in the wireless internet market, their acquisition of a massive content provider poses a serious threat to net neutrality.

And that’s not all. Should regulators sign off on this deal, it could have enormous long-term implications for the media landscape, as other major industry players — of which there are fewer and fewer — will increasingly argue that greater scale or their own vertical deal is necessary in order to compete with the behemoths of AT&T and Comcast.

Their start-up, Embodied Intelligence, is backed by $7 million in funding from the Silicon Valley venture capital firm Amplify Partners and other investors. The company will specialize in complex algorithms that allow machines to learn tasks on their own. Using these methods, existing robots could learn to, for example, install car parts that aren’t quite like the parts they have installed in the past, sort through a bucket of random holiday gifts as they arrive at a warehouse, or perform other tasks that machines traditionally could not.

“We now have teachable robots,” Mr. Abbeel said during a recent interview at the new company’s offices in Emeryville, Calif., just across the bay from San Francisco.

While companies like Google, Facebook, and Microsoft can throw money at the problem and pay “millions of dollars a year to A.I. experts,” per the Times, other companies are taking matters into their own hands and developing tools and neural networks to help companies build their own AI software. That’s where technologies like Google’s new AutoML come in. It hopes to automate the AI-building process by outsourcing it to AI itself. Per the Times: “Google said AutoML could now build algorithms that, in some cases, identified objects in photos more accurately than services built solely by human experts.”

It’s not just algorithms either, but AI is getting really good at teaching itself skills like speech recognition, machine translation, and all sorts of other things thanks to a process that experts call “learning to learn,” or “meta-learning.”

The deal, slated to be announced Monday at the start of Salesforce’s Dreamforce customer conference in San Francisco, comes a year and a half after the cloud-based business software vendor said it would move some computing operations to data centers run by the market leader, Amazon Web Services. Salesforce also operates its own data centers.

World-wide revenue for the business of providing cloud infrastructure—that is, computing processing and storage service—hit $22.2 billion last year, and is expected to climb to $67 billion by 2020, according to industry research firm Gartner Inc.

It’s unclear exactly how using Google Cloud Platform fits into Salesforce’s overall infrastructure and global expansion plan. Salesforce is already using Amazon Web Services’ infrastructure to power a couple of its international cloud regions, and doesn’t have plans to move away from that investment. AWS will remain a “preferred” cloud provider for Salesforce, as it was when the two companies announced their partnership almost a year and a half ago.

The cloud-software provider and the social networking giant are expected to announce Tuesday that they are enhancing the integration of Salesforce’s Quip productivity app with Facebook’s Workplace, which is a version of the company’s social network that was designed specifically for businesses. The collaboration is designed to make it easier to share Quip documents in Workplace and see there a list of all documents shared.

The partnership could help the two companies better compete with Microsoft’s Office and Google’s G Suite.

But the deal could have other benefits. The partnership will give both Salesforce and Facebook a way in with each other’s customers.

Previously, Microsoft had been bundling cloud services, such as Azure for storing and running data and cloud applications, with many of its multiyear deals. Althoff said the shift in pay incentives is a significant change.

“We did have ill-informed behaviours,” he said. “We tried to sell Azure the same way we tried to sell everything else at Microsoft, which is adding it into our enterprise agreement. People were like ‘Do you want fries with that? Do you want Azure with that?’ That didn’t drive any meaningful work.”

Also:

IBM has been emphasising selling cloud infrastructure services and software and tools geared toward specific business processes and industries such as health care and finance. Oracle has been turning its focus to the cloud as well and investing in staff. The company said in August it was adding more than 5,000 people, including in sales, for its cloud business – following other related hires earlier in the year in the US.

IBM Cloud Private takes middleware and other legacy applications, places them inside Kubernetes containers and transforms them into contemporary applications using Kubernetes container orchestration. The software itself is already containerized, including IBM tools and most major open source databases.

Cloud Private also provides tools and APIs to connect cloud services like Salesforce with a company’s on-premises data center and share data from the cloud services with those legacy applications.

Former Yahoo CEO Marissa Mayer has reportedly been subpoenaed to testify to the Senate Commerce Committee about the massive cyber hack that compromised 3 billion accounts. The U.S. has charged four alleged Russian spies with the breach, which is now being investigated by the government for insight into Russia’s cyber espionage activities.

Issued Oct. 25, according to a report by The Hill, Mayer’s subpoena reportedly came after the former Google employee and Yahoo chief executive declined multiple invitations to appear before the committee voluntarily. Since being served, she has agreed to testify willingly, says The Hill, though she has also reportedly asked for the court order to be lifted. A Mayer representative has refuted these events, The Hill reports.

Today, AWS announced a new set of five tools designed to protect customers from themselves and ensure (to the extent possible) that the data in S3 is encrypted and safe.

For starters, the company is giving the option of default encryption. That means every object that gets moved into an S3 bucket will have encryption on by default. What’s more, this will happen without admins having to construct a rejected bucket for unencrypted files. It’s not exactly foolproof, but it gives admins a good solid way to ensure the data is always encrypted in a much smoother way than before.

If that’s not enough, Amazon is putting a signal front and center on the administrative console that warns admins with a prominent indicator next to each S3 bucket that has been left open to the public. If something slips through the cracks at the end user level, this should at least give admins an additional level of protection that something is amiss.

But Mr. Barros stumbled when asked by Sen. Cory Gardner (R., Colo) whether Equifax was now encrypting the consumer data it stored on its computers—a basic step in hiding sensitive information from hackers, and one the company previously had admitted it didn’t take before the breach.

“I don’t know at this stage,” Mr. Barros said.

The answer was disappointing, said Avivah Litan, an analyst with the research firm Gartner Inc. “He should have asked his staff that the day he took over,” she said.

You know, look. They’re 1 percent of the CRM market. You know the numbers. I like having competitors. But what I just get blown away with is how they just can’t keep, you know, that management team in place. They just keep leaving Microsoft. You know that. And I think they don’t have confidence in that ability to execute in that business. So that has weighed to our favor, and customers feel that.

You know because you go to these conferences just like I do. There is no conference like this that they do and that’s the — in my opinion, the mark. That is — why is it that they don’t have anything like this? That when they put on a conference like something — it’s always the resellers who come together, and then — where are these people? Now, that isn’t to say they don’t have, like, Build, where they get these really high-end developers using the IDE. You know what I mean? Is that the conference I’ve been to where I’m like, Oh, yeah, these are all the — and they’re all Windows — they have a Windows fever. And they have Windows API fever at the conference. But I haven’t seen that in any other part of their business, other than the Windows API. Maybe they’ll get it in Azure — I don’t know. But I haven’t seen that yet. Because the last time that I went to the conference, I didn’t see that. I only see that fever around the Windows API. And the Surface laptop.

Today, IBM has 10,000 staff working with clients on design thinking and 1200 doing work internally. “That started us on the journey of getting to that business-to-person approach,” she said.

To answer the question of whether IBM could be big as well as fast, the business commenced on an agile journey where small multidisciplinary teams work to produce a minimum viable product and iterate.

“What I realised is that our employees can’t work faster unless we changed the way they work,” Rometty said. Today, 200,000 employees are doing agile, a change that led to 170 building renovations globally, and a rethink of appraisal systems.

The Equifax breach that compromised 143 million Americans personal data has dominated the news this week. Reports have been rolling in about the potential issues hacking victims face, how Equifax handled the response (and how they addressed the vulnerability), to issues with how they notified potentially impacted people.

Simply put, the entire situation is a mess.

Oracle had strong earnings this quarter thanks to their legacy software division. However, investors are worried that this was a one-off boost with no long term potential. Oracle is also (finally) spinning off Java EE to open source (which has long been rumored).

Acquisitions

Rackspace acquires Datapipe as it looks to expand its managed services business

The two privately held companies did not disclose the financial details of the transaction, but Datapipe has raised more than $310 million in equity funding since its launch in 1998 and this deal surely didn’t come cheap. Datapipe’s majority owner, Abry Partners, will become an equity investor in Rackspace and the combined company will have more than 6,700 employees and do more than $2.4 billion in annual revenue.

“The reason we’re buying them is that we want to extend our leadership in multi-cloud services,” Rackspace chief strategy officer Matt Bradley told me. “It’s a sign and signal that we’re going for it.” Bradley expects that the combined company will make Rackspace the largest private cloud player and the largest managed hosting service. He also noted that the fact that Rackspace is now a private company again, with a single owner, allowed it to go for this deal. “This would have been very hard to get done under our old structure,” he noted.

SoftBank and its $93 billion tech-focused Vision Fund are proposing to buy 17% to 22% of Uber through a combination of share purchases from the company and a tender offer extended to employees and investors, according to people familiar with the matter. But the tender offer would represent a discount of 30% or more from Uber’s last valuation of almost $70 billion, the people said.

Existing Uber shareholders have expressed concern that the process could devalue the company as it heads toward an initial public offering in as few as 18 months.

As part of the offer, SoftBank also is seeking two board seats, these people said, adding to Uber’s nine sitting directors.

But Canyon Bridge and Lattice waged an unusually public fight to try to save their deal, which became a lightning rod in a broader battle between the U.S. and China over chip technology and foreign direct investment.

According to a statement from the White House, Mr. Trump believes the transaction could risk U.S. national security due to “the potential transfer of intellectual property to the foreign acquirer, the Chinese government’s role in supporting this transaction, the importance of semiconductor supply chain integrity to the United States Government, and the use of Lattice products by the United States Government.”

Complicating the equation even more, Amazon is also on the forefront of automation, finding new ways of getting robots to do the work once handled by employees. In 2014, the company began rolling out robots to its warehouses using machines originally developed by Kiva Systems, a company Amazon bought for $775 million two years earlier and renamed Amazon Robotics. Amazon now has more than 100,000 robots in action around the world, and it has plans to add many more to the mix.

The robots make warehouse work less tedious and physically taxing, while also enabling the kinds of efficiency gains that let a customer order dental floss after breakfast and receive it before dinner.

Among those behind Montreal’s emergence as a leader in AI research is University of Montreal professor and director of the school’s Montreal Institute for Learning Algorithms Yoshua Bengio, a pioneer in deep learning.

“Facebook is clearly a leader in AI,” Bengio said in a statement, “and the creation [of] Facebook’s AI lab here is going to contribute to the expansion of Montreal as an international hub for AI, an ecosystem joining universities [and] established companies as well as startups.” (Bengio is also a consultant to Microsoft, which is putting down stakes of its own in Montreal’s AI community; in January, it bought Maluuba, a Montreal-based AI startup he had advised.)

Dell EMC and HPE vie for top spot in server market, trading revenue and shipment lead

Though Dell EMC still trails HPE in server revenue, the company’s lead in shipments reflects positive growth and the potential for leading the market in revenue in the future. However, both companies are also competing in the cloud space. Last year, HPE held its spot as the number one cloud infrastructure provider, but that was before Dell Technologies could test its presence in the market.

In contrast to last year’s Q2 report, where global server revenue fell 0.8% year-over-year, there was an uptick in this year’s report. As a whole, the server market is having to respond to market needs as more companies store data through cloud providers over traditional, on-premise systems.

Despite continued strength in cloud SaaS (+62%, nearly 12% of total revenues), I was most surprised to see the company’s on-premise software and hardware business (what I collectively call “legacy”) return to positive growth this quarter. I believe this was the most important component of the revenue beat this quarter, as growth in cloud landed less impressively just an inch above the mid-point of management’s guidance. While I welcome the news, I also fear that some investors may see the strong numbers in the slow-to-no growth part of the business as a one-off occurrence that does little to support the cloud-centric investment thesis.

When MicroFocus completed its spin-merger with Hewlett Packard Enterprise, the company claims it created the seventh-largest pure-play software company in the world. It also is now among the largest security companies.

The company announced that analytics from the HPE Vertica embedded database will be built in to ArcSight, the company’s security console that is built on an open architecture to enable data sharing through the enterprise. Also, a new partnership with Elastic – an open-source DIY platform for building visualizations into data – will empower security teams to gain deeper insights from data exploration to threats.

According to Business Insider, the Swiss financial services giant UBS thinks the company should be betting it’s future on blockchain. UBS would know about blockchain. It jumped on the distributed-database bandwagon early and has become a major proponent of the technology’s use:

Both IBM and Microsoft are looking to monetize blockchain, but we think IBM is ahead and that blockchain is more important for IBM. IBM’s legacy businesses are in decline; we think technologies such as blockchain and cognitive computing are its best hope for recovery.

Oracle has recently admitted that “although Java EE is developed in open source with the participation of the Java EE community, often the process is not seen as being agile, flexible, or open enough, particularly when compared to other open-source communities. We’d like to do better.”

The company is now moving quickly to make Java EE better. For example, Java EE code is now available on GitHub. Interestingly, Oracle isn’t moving Java EE by itself.

Delabassee said, “First, we have reached out to IBM and Red Hat, the other largest contributors to the Java EE platform, to solicit their support for this new direction. Oracle, IBM, and Red Hat are collaborating on an ongoing basis to refine an approach that we can collectively support.” This is not the way Oracle used to do things.

That’s because LifeLock, the identity-theft protection service owned by Symantec, is now enrolling 10 times the amount of people per hour in its program, reports Bloomberg. “We’re over 100,000 new members and counting since the breach. Most are paying the full price, rather than discounts. It’s a really incredible response from the market,” Symantec’s Fran Rosch revealed. Further, the people signing up after the Equifax breech are on average 10 years younger than typical LifeLock customers, and they opt for the premium $29.99 a month plan, not the cheaper $9.99 a month one. Oh, and while Equifax’s stock is tanking, Symantec’s is up over 10% after the breach

Credit-reporting company Equifax Inc. said Thursday that hackers gained access to some of its systems, potentially compromising the personal information of roughly 143 million U.S. consumers in one of the biggest and most threatening data breaches of recent years.

The size of the hack is second only to the pair of attacks on Yahoo disclosed last year that affected the information of as many as 1.5 billion customers. It also involves nearly twice the number affected by one of the highest-profile breaches at a financial firm, the cyberattack at J.P. Morgan Chase & Co. about three years ago.

As Bloomberg reports, three of the company’s senior executives sold nearly $1.8 million in shares after the company learned internally that it had exposed the private data, including social security and driver’s license numbers, of as many as 143 million people in the U.S.

The transactions in question were initiated by Chief Financial Officer and Corporate VP John Gamble, who sold $946,374 worth of shares; President of U.S. Information Solutions Joseph Loughran, who dumped $584,099; and President of Workforce Solutions Rodolfo Ploder, who sold $250,458 in shares. As Bloomberg notes, these transactions were not pre-scheduled trades and they took place on August 2, three days after the company learned of the hack.

We must look outside the US for leadership. Estonia, for example, has already released a number of solutions to this problem including a cryptographically secure ID card. This card connects to our computers and unlocks our data. Without it no one can access our data. An even easier solution could include government-provided 2-factor ID generator. These are cheap and portable and rugged and far more secure than any static number. Further, we must also outlaw SMS two-factor authentication. In fact, thanks to the data stolen from Equifax, that process can be easily broken by (you guessed it) telling a CSR the last four digits of our Social Security Number.

While Google has appealed the decision, it has not requested that the court suspend it in the meantime, and it appears as though the company will continue to work towards fulfilling the changes ordered by the June ruling. At the end of last month, the company met the deadline to submit its plan on how it will change its practices to make them fall in line with EU antitrust laws. An initial review of that plan was met with approval by EU officials. Google is required to stop the offending practices by September 28th or face additional fines that could amount to five percent of Alphabet’s daily average worldwide revenue.

The tech industry has also benefited for years from its enemies, who it cast — often accurately — as Luddites who genuinely didn’t understand the series of tubes they were ranting about, or protectionist industries that didn’t want the best for consumers. That, too, is over. Opportunists and ideologues have assembled the beginnings of a real coalition against these companies, with a policy core consisting of refugees from Google boss Eric Schmidt’s least favorite think tank unit. Nationalists, accurately, see a consolidation of power over speech and ideas by social liberals and globalists; the left, accurately, sees consolidated corporate power. Those are the ascendant wings of the Republican and Democratic parties, even before Donald Trump sends the occasional spray of bile Jeff Bezos’s way — and his spokeswoman declines, as she did in June, to defend Google against European regulators.

Yet the pragmatist in me — and Trump is a pragmatist at heart — says we won’t rock the trade boat as much as some of the rhetoric in the campaign, and as much as DiMicco is likely to use his potential voice in a Trump administration to advocate for the laborer on the shop floor and domestic manufacturers alike, there are limits to how far Trump will go. Moreover, if China crashes, so too will commodity prices, which is not good for domestic producers.

Increasing social interaction within the workplace is something else that can dramatically increase social well-being. For your company, this is best accomplished by creating social settings where employees get to know one other, independent of achieving a business objective. In fact, creating modern versions of coffee stations and watercooler-like opportunities and encouraging coworkers to eat lunch together can improve workplace morale and productivity by 25 percent, according to Ben Waber, CEO of management consulting firm Sociometric Solutions.

To set ourselves apart in the Bot Era, we will need to be creative. Creativity enables us to harness the power of a tool to help do our jobs better and more efficiently. Bots can’t work without human creativity leading the way. I recommend starting with reading everything you can about AI and look to other industries for inspiration – the most creative ideas will not be born in the HR space. Some of the best recruiters and sourcers I know are what I call “tinkerers;” they don’t wait for executives to roll out the next big technology. Instead, they regularly find small, inexpensive (or even free) ways to innovate. I would start with asking yourself, “How can I leverage bots to do the things that are bogging me down?”

The public availability of the ledger would make it possible to trace back every product to the very origin of the raw material used. The decentralized structure of the ledger would make it impossible for any one party to hold ownership of the ledger and manipulate the data to their own advantage. And the cryptography-based and immutable nature of the transactions would make it nearly impossible to compromise the ledger. Some experts already believe that the blockchain is unhackable.

Minshew echoes Wessel’s advice, but says she doesn’t just seek out multiple mentors for specific issues, she specifically looks for people who were recently wrangling with her particular dilemma. “When I look back to the people that were most helpful to me in the early days of The Muse, a lot of them were six months to two years ahead.” Her roster of confidantes isn’t filled with big-name executives, she says, but entrepreneurs who have just hired their first CMO, or recently scaled from 30 to 100 employees.

“Personally I think the idea that fake news on Facebook, which is a very small amount of the content, influenced the election in any way — I think is a pretty crazy idea. Voters make decisions based on their lived experience,” Zuckerberg said in an interview at the Techonomy 2016 conference in Half Moon Bay, California.

While genuine political arguments do happen among friends on Facebook, the company’s “personalized news front page” is not designed to foster meaningful discussions. On the contrary: The stories surfaced there are based on the interests of like-minded friends. Facebook believes, and has from the start, that agreement and harmony make for better engagement than argument and disharmony. That’s why there’s never been a “thumbs down” button on Facebook, and the reason that adding the “angry face” emoji was such a tough internal decision for the company.